lesson 2 Flashcards

1
Q

ordered structure where people have roles, responsibilities, or positions coexist and interact to achieve a
particular goal

A

organization

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2
Q

A group of people who work together in an organized way for a shared purpose

A

organization

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3
Q

the method by which work flows through an organization

A

organization structure

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4
Q

It allows groups to work together within their individual functions to manage tasks

A

organization structure

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5
Q

A diagram that visually conveys an organization’s internal structure

A

organizational chart

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6
Q

Types of Organizational charts

A
  1. Hierarchical org chart
  2. Functional org chart
  3. Horizontal or Flat org chart
  4. Divisional org chart
  5. Matrix org chart
  6. Network org chart
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7
Q

Pyramid-shaped org chart

A

Hierarchical org chart

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8
Q

Workers are grouped mainly according to their expertise and function within the organization.

A

Functional org chart

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9
Q

Fits companies with few levels between upper management and staff-level employees

A

Horizontal or flat org chart

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10
Q

A company’s division have control over their own resources, essentially operating like their own company within the larger organization

A

Divisional org chart

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11
Q

It is a fluid form of the classic hierarchical structure. This centralized organization structure allows employees to move from one department to another as needed.

A

Matrix org chart

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12
Q

especially suitable for a large, multicity or even international company operating in the modern era.

A

Network org chart

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13
Q

It focus on attention and directing the resources to meet your aim and objectives

A

organization

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14
Q

It focus on attention and directing the resources to meet your aim and objectives

A

organization

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15
Q

The most common type of organizational structure

A

Hierarchical org chart

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16
Q

The chain of command goes from the top (e.g., the CEO or manager) down (e.g., entry-level and lower-level employees), and each employee has a supervisor

A

Hierarchical org chart

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17
Q

organizational chart similar to the hierarchical system

A

functional org chart

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18
Q

organizational structure which begins from the top and moves down roles with the highest degree of obligations

A

functional org chart

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19
Q

type of org chart where ach department is separately administered

A

functional org chart

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20
Q

Startup businesses use this kind of org structure before they grow large enough to build out different departments

A

horizontal or flat orf chart

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21
Q

Startup businesses use this kind of org structure before they grow large enough to build out different departments

A

horizontal or flat orf chart

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22
Q

It encourages less supervision and more involvement from all employees

A

horizontal or flat org chart

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23
Q

This centralized organization structure allows employees to move from one department to another as needed

A

matrix org chart

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24
Q

You might encounter this structure in industries home to highly skilled employees who might be their company’s only experts in their field.

A

matrix org chart

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25
Q

It organizes the relationships not just among departments in one office location, but also among different locations and each location’s team of freelancers, third-party companies to whom certain tasks are outsourced, and more.

A

network org chart

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26
Q

meaning of management

A

italian verb, “maneggiare”
to handle, train be in charge of, control horses

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27
Q

it is working with and through others
to accomplish a common mission

A

management

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28
Q

key factors in management success

A
  1. A mission or goal
  2. Necessary resources
  3. Responsibility
  4. Accountability
  5. A leader with authority
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29
Q

a person employed to manage someone else’s business

A

manager

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30
Q

they get things done through people and have the responsibility of planning, organizing, directing and controlling available resources

A

manager

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31
Q

They give direction to an organization, provide leadership and decide how to use resources

A

manager

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32
Q

3 Mintzberg Managerial Roles

A
  1. Interpersonal Roles
  2. Informational Roles
  3. Decisional Roles
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33
Q

under interpersonal roles

A
  1. figurehead
  2. leader
  3. liaison
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34
Q

under informational roles

A
  1. monitor
  2. disseminator
  3. spokesperson
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35
Q

under decisional roles

A
  1. entrepreneurs
  2. disturbance handler
  3. resource allocator
  4. negotiator
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36
Q

represents the organization, as well as motivates the team

A

figurehead

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37
Q

leads a team, a department, or an entire organization

A

leader

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38
Q

develops and maintains internal and external relationships

A

liaison

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39
Q

identifies problems and opportunities for growth

A

monitor

40
Q

shares data and communicates it effectively

A

disseminator

41
Q

speaks for the organization, defending the company’s interests

A

spokesperson

42
Q

organizes and runs business processes

A

entrepreneurs

43
Q

fixes the problem, maintaining productivity

A

disturbance handler

44
Q

determines how and where to apply organizational resources

A

resource allocator

45
Q

participates in negotiations, trying to reach their goals

A

negotiator

46
Q

Defined skills as what leaders can accomplish, while traits are what leaders
are.

A

Robert Katz (1974)

47
Q

He classified three basic types of
management skills required to perform
tasks effectively and efficiently

A

Robert Katz (1974)

48
Q

What are thr three basic types of
management skills required to perform
tasks effectively and efficiently

A
  1. Technical skill (operational ability, etc.)
  2. Human skill (people handling, motivation)
  3. Conceptual skill (integration)
49
Q

This includes mastery of methods, techniques and equipment involved in specific functions

A

technical skills

50
Q

it also include specialized knowledge,
analytical ability, and the competent use of tools and techniques to solve problems in a specific discipline

A

technical skills

51
Q

It is the manager’s ability to work with and through other people and to work effectively as a group member

A

human skills

52
Q

This skill is demonstrated in the way a manager relates to other people including ability to motivate, coordinate, lead, communicate and resolve conflict.

A

human skills

53
Q

It is the cognitive ability to see the organization as a whole and the relationship among its parts

A

conceptual skills

54
Q

It involves the manager’s thinking, information processing and planning abilities

A

conceptual skills

55
Q

Levels of Management Hierarchy Pyramid

A
  1. Top Manager
  2. Middle Manager
  3. Front/First Line Manager
  4. Non-Managerial Employees
56
Q

They are accountable for the overall
management of the clinical laboratory

A

top managers

57
Q

They spend most of their time in planning
and organizing

A

top managers

58
Q

determines the mission and sets the goals for the organization

A

top managers

59
Q

They are frequently referred to as the
executives of an organization

A

top managers

60
Q

His or her primary function is long-range
planning

A

top managers

61
Q

implement top management goals

A

middle managers

62
Q

They are mainly concerned with the translation of basic policy into operational policy, plans & action

A

middle managers

63
Q

Their principal responsibilities are to
direct.

A

middle managers

64
Q

The activities that implement the organization’s policies and to balance the demands of their managers with the capacities of their employees

A

middle managers

65
Q

They direct the actual work of the organization at the operating level.

A

Front/first line managere

66
Q

Supervisors are managers whose major functions emphasize directing and controlling the work of employees in order to achieve the team goals.

A

front/firstline managers

67
Q

They are the only level of management managing non-manager.

A

front/first line managers

68
Q

Skills needed at first-line management

A

lowest conceptual skills
right amount of human skills
highest technical skills

69
Q

skills needed at middle management

A

right amount of conceptual skills
highest human skills
right amount of technical skills

70
Q

skills needed at top management

A

highest conceptual skills
right amount of human skills
lowest technical skills

71
Q

who created managerial grid

A

Blake and Mouton

72
Q

4 managerial grid

A
  1. Country club
  2. Teamleader
  3. Impoverished
  4. Authoritarian
73
Q

Country Club

A

high people, low task

74
Q

team leader

A

high people, high task

75
Q

impoverished

A

low people, low task

76
Q

authoritarian

A

low people, high task

77
Q

There is little allowance for cooperation or
collaboration

A

authoritarian management

78
Q

Heavily task oriented people are strong on scheduling and expect people to do what they are told with little discussion or debate

A

authoritarian management

79
Q

When something goes wrong, they tend to focus on blame rather than the problem

A

authoritarian management

80
Q

Use reward to maintain discipline and to
encourage their team to achieve their goals

A

country club management

81
Q

This manager is incapable of using coercive powers, because doing so will jeopardize that manager’s relationship with the team.

A

country club management

82
Q

Uses delegation as his/her primary management tool and for the most part is not committed to the accomplishment of the task or maintenance of the group.

A

impoverished management

83
Q

the team does what it wants

A

impoverished management

84
Q

Leads by example and works at creating an environment where all team members will prosper

A

team manager / leader

85
Q

The manager works with the team to to reach its goals while also working to strengthen the bonds between the team members.

A

team manager/ leader

86
Q

Most effective manager and often leads to the most effective teams.

A

team manager/ leader

87
Q

In 1939, this social psychologist identified three styles of leadership that relate to how a leader makes decisions

A

Kurt Lewin

88
Q

Leaders have complete power over their
people.

A

autocratic (authoritarian) leadership

89
Q

this describes the level of control that a leader holds over the decision-making process and the amount that they involve their team

A

lewin leadership style

90
Q

3 Lewin Leadership Styles

A

1.Autocratic (authoritarian) leadership
2.Democratic (participative) leadership
3.Laissez-faire (delegative) leadership

91
Q

Make choices or decisions based on their own beliefs and do not involve others for their suggestion or advice

A

autocratic (authoritarian) leadership

92
Q

The leader makes all of the decisions and the followers are expected to follow orders and to execute without question

A

autocratic (authoritarian) leadership

93
Q

The leader involves followers in the
decision making process. Often the
leader may still make the final decision
but input from group members is
encouraged in order to reach a
decision.

A

democratic (participative) leadership

94
Q

Can apply to any organization, from
private businesses to schools to the
government.

A

democratic (participative) leadership

95
Q

Manager make few decisions and allow
their staff to choose appropriate
workplace solutions takes a hands-off
approach to leadership and gives others
the freedom to make decisions.

A

Laissez-faire (delegative) leadership